Manage HR Magazine: Specials Magazine

Heather Cole serves as director of people and culture at Lawrence Lynch Corp, bringing experience across biotech, talent development and operationally intensive industries. Before joining Lawrence-Lynch, she led HR and talent development at Affini-T Therapeutics, where her work on employee engagement and workplace culture contributed to the company’s 2023 recognition as a Boston Best Place to Work. Cole has also been recognized for her leadership and advocacy efforts, including the WEST Organization’s Making a Difference in the Community Award and a nomination for a Greater Boston Chamber of Commerce Pinnacle Award. From Process-Driven to People-Centered Leadership When I joined Lawrence Lynch Corp, one of the first things that stood out to me was the level of ownership employees had over the culture. It was not top-down. The values did not come from leadership deciding what the company should be. Employees collectively shaped them, and I think that ownership naturally shows up in how people treat and support one another every day. Joining the company also changed the way I viewed HR. I stopped thinking about it as just policies, processes and compliance. I started thinking more about people and how decisions actually affect their day-to-day work. Construction can be a tough environment, but what made the biggest impression on me was the level of respect people have for each other here. People genuinely look out for one another. That changed the way I approach my role. For me, company values cannot just exist on paper. They need to show up in how people work together every day. It also changed how I think about leadership and decision-making. Making employees feel included in decisions is important. Nobody wants to feel like changes are simply being pushed onto them.

Maria Arrington is an experienced people leader whose career spans healthcare, consulting, a high-growth technology startup and enterprise technology. As Director of People at Command Alkon, she leads people strategy, culture and talent initiatives across the global organization. Her experience building people functions across diverse organizations has shaped a practical leadership approach focused on clarity, organizational capability and sustainable growth. Building Culture through Clarity and Structure My career has shaped how I think about organizational culture. Culture is reflected in everyday experiences through leadership, communication, decision-making, development and a clear connection between people's work and the organization's purpose. After joining Command Alkon following an acquisition, I helped rebuild the People function through stronger systems, communication and trust. Culture cannot scale without structure, and consistent people practices support employees and business growth. Command Alkon combines a 50-year industry legacy with cloud, data, automation and AI-enabled technology. That combination makes our work meaningful in supporting an industry fundamental to everyday life. My approach is to build practical systems that make leadership, communication, development and accountability easier to apply. Building culture means creating clarity, removing unnecessary barriers and helping people understand why their work matters. Balancing Global Consistency with Local Perspective Building a strong global culture begins with defining what remains consistent while allowing local adaptation. Integrity, fairness, accountability, leadership expectations and clear communication give employees a shared sense of purpose across every region. Effective people strategy recognizes that one approach cannot work everywhere. Different employment laws, labor markets, cultural norms and employee expectations require flexibility. We build frame

Margaret Stalvey, Director of People and Culture at All Elite Wrestling (AEW), understands that the foundation of a thriving sports entertainment organization is built on its people.